Taking Ownership & accountability.pptx
- 1. Taking Ownership How to Create a Culture of Accountability in the Workplace
- 2. Definition of accountability : the quality or state of being accountable; especially:an obligation or willingness to accept responsibility or to account for one's actions Merriam Webster Dictionary
- 3. the WHY • Managers increasingly report a perceived lack of employee accountability • Employees feel there is a lack of leadership accountability • Coworkers report their colleagues aren’t accountable to one another, the work or the company
- 4. Impact of Accountability Void
- 5. Accountable Cultures Have… • improved performance • greater employee participation and involvement • increased feelings of job proficiency • a heightened commitment to the work at hand • added creativity and innovation • leading to higher employee morale and job satisfaction, and deeper employee engagement
- 8. Leadership’s Role In Building Accountability • Managers are responsible for accomplishing results through others; often via relationship-building and their demonstration of high trust and personal integrity • Leaders have the greatest initial influence on company culture • While held to the highest standard of accountability, sometimes leaders abandon responsibilities in these areas; the weight of leadership becomes an excuse
- 9. Accountable Managers Ask Themselves 1. When did your performance expectations not match the results? 2. What could you have you done differently to attain your expectations? 3. Do you continue to enforce the missing element(s) in your work?
- 10. “Great management can only be attained by those who are able to manage themselves before managing others... Without accountability, the ability to manage doesn’t exist. Great management is holding yourself and those around you accountable to deliver results.” - Greg Llopis
- 11. Language of Accountability • Mistakes? What mistakes? • They made mistakes. • Mistakes were made. • We made mistakes. • I regret the mistakes that were made. • I made mistakes; we all did. • We are addressing the mistakes and working to ensure they don’t occur again. • I own the mistakes and am actively working to ensure they don’t occur again. • I own our mistakes and am actively working to ensure they don’t occur again
- 13. Accountability to Goals • Involve employees goal setting • Coach, but encourage independence • CONSISTENTLY monitor progress towards goals • Provide needed training and resources • Establish a framework for independent problem solving (GROW model) • Incentivize and recognize positive performance, both formally and informally
- 14. Accountability to Self • Did I work as hard as I could have? • Did I set and maintain high standards for myself? • Did I spend enough time to do quality work? • Did I regulate my procrastination, distractions, and temptations in order to complete my work? • Did I make good use of available resources? • Did I ask questions if I needed help? • Did I review and re-review my work for possible errors? • Did I consider best practices for similar work? • Is my work something for which I am proud – that I would proudly show to a large, global audience?
- 16. “Accountability means people can count on one another to keep performance commitments and communication agreements.” - Mark Samuel, The Accountability Revolution
- 17. Strategies: Build Accountable Teams • Model accountability, collaboration & trust within your leadership team • Establish and clarify expectations(ex. values, agreements) • Clearly defined roles and accountabilities • Hire accountability values • Provide ongoing communication skills training • Practice recognition and improvement
- 18. Summary of Key Points Hold leaders to the highest standards of accountability, and support them in ongoing efforts to maintain that standard Create a culture that makes accountability as easy as breathing Hire, reinforce and reward individual employee accountability 1 2 3
- 20. Thank you!